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Orientation to the Performance Planning, Feedback and

Development (PPFD) Process for Confidential Staff

2013

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The orientation will

• Review the goals of the program and its importance to U of T

• Identify the Performance Planning, Feedback and Development (PPFD) Process

• Discuss the critical dates and responsibilities for the Reviewer

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Overview of Human Resources Management

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Performance Expectations

Coaching Feedback

CoachingProfessional

Development

Career Development

and Succession Planning

Compensation

The PPFD Process and its Outcomes

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Assessing Performance

Performance Expectations

Coaching: Feedback & Development

Positive work climate• Competent staff members• Recognition• Professional development

Part A: Activity Report

• Key Accomplishments in relation to expectation & goals

• Other Accomplishments - Unplanned• Professional Development Undertaken

Personally• Professional Development of

Employees Supervised• Service to the University of Toronto

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Part B: Values and Competencies Summary

• Review core values and identify whether the employee ‘meets expectations’ or ‘does not meet expectations

• Review the competencies that were identified as relevant to role/individual and if any were given more weight

• Review detailed definitions provided in Competencies Worksheet Appendix A

• Provide suggestions for development activities with the help of the Competency Development Guide Appendix B

• Indicate the performance rating of each relevant competencies

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Competencies Worksheet – Appendix A

• Quality of work• Job Knowledge• Problem solving• Plan and Organize• Initiative

• Communication• Interpersonal/Teamwork

• Service Orientation

• Supervision

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Performance Categories

5 & 4.5 = Exceptional Performance

4 = Excellent Performance

3 & 3.5 = High Quality Performance

2 & 2.5 = Partially Achieving Performance Expectations

1 = Unsatisfactory Performance

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Part C: Overall Performance Rating

• Provides a recommended job performance rating

• Provides a summary of accomplishments and competencies

• Signatures and distribution

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Conducting the Discussion

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LEADER

COACH

COMMUNICATOR

• Observe performance• Guide development• Give feedback• Document performance• Create motivating climate

Part D: Planning for Next Review Period

Aligns

• Individual efforts and U of T’s priorities

Includes

• Objectives and special projects

• Professional Development plan

• Professional Development plan for any staff supervised

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Critical Dates Overview 2013 Annual Process

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by July 19 Reviewer requests Part A Activity Report from P/M and Confidential staff members by July 19. Reviewer collects and reviews the reports and reflects on feedback and coaching discussions that occurred with staff members throughout the review period.

July 22 - Aug 27 Reviewer completes the Competencies Worksheet and Summary identifying the effective or ineffective behaviors demonstrated during the review period and obtains additional feedback on performance if appropriate.

by Aug 27 Reviewer submits the completed performance assessment with a recommended overall rating to the HR Office by Aug 27 for Divisional Review. Reviewers should not share recommended ratings with staff prior to the Divisional Review.

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Aug 27 – Sept 12 Divisional HR Offices facilitate Divisional Reviews. Approved Ratings are communicated to the Reviewer.

By October 21 Reviewer conducts face to face performance assessment discussions and confirms all ratings with P/M and Confidential staff members.

By October 31 A copy of the completed Performance Planning, Feedback and Development Form should be retained in the employee personnel file by the Reviewer and be provided to the staff member.

By October 31 The Reviewer should meet with each P/M and Confidential staff member to discuss and complete Part D: Planning for the Next Review Period.

Critical Dates Overview cont. 2013 Annual Process

Human Resources Roles

• Provides stewardship• Provides support for the process, reference

tools, training and consultation• Facilitates Divisional Review• Retains copy to review the process for quality,

consistency and training needs• Human Resources & Equity Websitehttp://www.hrandequity.utoronto.ca/current-staff/confidentials.htm

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